Distant conflict, local impact: construction contract entitlements in the wake of the Iran conflict

Insights22 Apr 2026
By John O'KaneCameron Mason and Luca Micalessi

Australia’s building and construction industry is significantly impacted by the conflict in Iran and the de facto closure of the Strait of Hormuz. This is due to the industry’s reliance on imported materials, global freight networks, energy-intensive inputs and the fact that Australia imports roughly 90 per cent of its fuel. The effect on supply chains will have broad-reaching implications for current projects across Australia, which may be impacted in the following ways:

  • fuel shortages (particularly diesel) in Australia may disrupt site operations by limiting the ability of civil contractors to operate largescale dieselpowered plant and equipment, causing delays and reduced productivity;

  • fuel shortage driven disruptions to international shipping, particularly from China and Singapore, may result in extended delivery times, increased freight costs, and scheduling impacts on projects reliant on imported materials or equipment;

  • reduced availability and higher costs of petroleumbased construction materials (including plastics, resins, concrete additives, epoxies, paints, PVC piping and coatings) may delay procurement, require substitutions, or increase project costs; and

  • physical damage or loss of materials in transit due to hostilities (for example, vessels transporting materials being damaged or sunk) may lead to the need for replacement materials, reprocurement, and consequent delays to project completion.

Principals, contractors, subcontractors and superintendents on projects throughout Australia should review contracts and consider agreed contractual time and/or cost entitlements, including for events relating to:

  • price escalation (fluctuation/rise and fall);

  • force majeure;

  • loss or damage to the Works; and 

  • change in law.

There are of course many forms of contract, which operate using different models to price risk allocation (cost plus, lump sum, guarantee maximum price etc). Generally, under a standard cost-plus model, though there may be mitigation obligations on the contractor, global supply risks and material and fuel shortage as contemplated above will typically be a straight-forward principal-borne risk. This article instead focuses on relevant mechanisms under lump-sum construction contracts, which do not allow for rise and fall, and considers time and costs entitlements due to foreseeable issues posed by the war in Iran. 

Common contractual provisions

‘Rise and Fall’, ‘Fluctuation’ or ‘Cost Escalation’ 

‘Force majeure’ events

Care of the Works and related variations

Act or omission of the principal 

Change in Legislative Requirement

Mitigation

Considering the potential impacts of the conflict on construction projects, principals and contractors should adopt proactive mitigation strategies by early identification and characterisation of delay and cost impacts under the contract. This should include proactive consideration of relevant entitlements as to time and cost to assess whether any war‑related disruption might constitute:

  • price fluctuation / escalation;
  • a force majeure event (or equivalent);
  • loss or damage to the work under the contract for which the principal bears risk; or
  • acts or omissions of the principal.

Given that time and cost entitlements vary materially between contracts, parties should also ensure strict compliance with notice, substantiation and mitigation obligations, and proactively seek legal advice if necessary to be best placed to deal with potential issues. 

In practice, actual mitigation of these risks in a practical sense will be limited and largely commercial. Prior to contract, one mitigation strategy could be for parties to agree obligations relating to earlier ordering and shipping of any imported materials to avoid the risks of further delays or rising fuel or material prices. Parties might also introduce obligations requiring the contractor to procure materials locally where possible. 

For projects already underway, an effective strategy might be to take a more deliberate and considered approach to contractual claim characterisation and being consistent with relevant contractual communications. For example, principals may want to proactively characterise a disruption as a force majeure event (which may entitle the contractor to time relief only, not cost), and avoid steering the contractor towards other, more costly contractual avenues that might involve delay costs. Conversely, contractors might pause before characterising their claim for an extension of time based on a force majeure event, and instead consider a claim based on a change in Legislative Requirements, which may be more likely to give an entitlement to delay costs.

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